Process fit before feature count
Write your sales process in five steps and judge each CRM only on how cleanly it runs those steps. A long feature list is not an advantage; every capability is something to configure, maintain and pay for whether or not you use it. The option that models your process with the least ceremony usually wins.
Channel coverage
Look at where your last twenty customer conversations happened. If a real share were calls and messaging, a CRM that captures those automatically is the difference between a record that reflects reality and one that reflects only what someone remembered to type. Prove it in the trial with a genuine call and a real WhatsApp thread, and check what lands on the lead without anyone doing anything.
Administration burden
Name the person who will own the system in twelve months. If no such person exists and none will be hired, configurability is a liability, not a feature — every setting you can change is a setting someone must decide and maintain. Prefer the option with sensible defaults and changes that take minutes rather than a support ticket.
Total cost over two years
Software is usually the smaller half. Add calling, messaging, storage, any middleware for integrations, and a realistic estimate of internal hours. Ask each vendor to confirm seats, add-ons and renewal terms in writing so your total is built on quoted numbers rather than assumptions.
Reporting you can build yourself
The reports that get used are the ones a manager can build the moment they think of the question. If a pipeline review needs a ticket and a wait, the question gets abandoned and decisions are made on impressions. Give yourself half an hour to build your weekly review unaided in each candidate.
Migration and exit
Import a few hundred genuinely messy records during the trial and watch what happens — that is the clean-up you will face at full volume. Then run a full export and open the files. Knowing how easily you could leave is the most reliable way to feel comfortable staying.